How Vivek Became Discipline Guru

DISCIPLE became
THE

How the

Is it time for the U.S. to learn workforce development from former disciple India?

GURU:
July 2008
Vivek Wadhwa Una Kim de Vitton Gary Gereffi

How the Disciple Became the Guru i Electronic copy available at: http://ssrn.com/abstract=1170049

Authors
Vivek Wadhwa Executive in Residence, Pratt School of Engineering, Duke University Wertheim Fellow, Labor and Worklife Program, Harvard University Una Kim de Vitton Doctoral Candidate Organizational Behavior Department, Harvard Business School Sociology Department, Harvard University Gary Gereffi Director of the Center on Globalization, Governance & Competitiveness Professor, Sociology Department, Duke University

Acknowledgements
Pete Engardio, John P. Harvey, Aishwarya Ramaswamy, Ben Rissing, John Trumpbour, Tarun Wadhwa Global Engineering and Entrepreneurship @ Duke www.GlobalizationResearch.com

This research was funded in part by the Ewing Marion Kauffman Foundation. The contents of this publication are solely the responsibility of the authors. How the Disciple Became the Guru ii Electronic copy available at: http://ssrn.com/abstract=1170049

Table of contents
Summary Background Methodology and companies interviewed Overview of our findings on workforce development in India Employee recruitment: searching far and wide Skills forecasting Campus recruitment Internship programs Referral programs and creative recruitment methods Use of Technology Employee selection: beyond degrees and résumés Testing Interviewing Broadening the talent pool: hiring for potential and ability as against skill Lower–tier schools and non-metro hiring Women Older workers/disadvantaged groups Global talent New-employee training Training infrastructure Training’s role within the corporation Methods, processes, and time spent On-the-job training Continual employee development Technology-aided